Sales Coaching for Success

Transcription

1 Sales Coaching for Success Jeff Gardner, 10/6/2015 1

2 Connected to the street 2

3 Today s Topics The future of selling A leadership lesson from Alexander the Great How to drive 23% more new accounts each month The Science of identifying sales winners 3

4 The Future of Selling According to Forrester Research: Over 1 million B2B sales jobs will be lost to e-commerce by 2020 Order takers 33% reduction Explainers 25% reduction Navigators 15% reduction Consultants 10% job gain Source: The Rapid Revolution of the B2B salesman Andy Hoar 4

5 The Future of Selling MHI Research and the Sales Management Association: salespeople in transactional sales environments have become an endangered species 5

6 The Future of Selling PeopleMetrics research study of 750 B2B decision makers purchasing products and services: Human interactions influence the buyer s purchase decision. It shows when personal interactions take place, the likelihood of buying is greater. The [sales] behaviors that drive value lead providers to uncover deeper, more complex needs and craft custom solutions. 6

7 What does it mean? Elite Special Forces small footprint operations highly skilled, highly trained to deploy in small numbers 7

8 Sellers will become elite Fewer highly skilled sellers Equipped with tools Providing consultative solutions Delivering value beyond transaction 8

9 Discussion: What are specific examples of how we as resellers can bring value to customers beyond the transaction? What types of solutions can we deliver to improve our customer s business? Buying and fulfillment process Products and services PS: It s okay to sell products that provide solutions 9

10 Leadership Engagement drives performance information and dexterity focused vision walked the talk encouraged and supported followers Invested in talent well rounded executive team 10

11 Maximum Performance Group OP Industry Research Findings Over 500 Office Product reseller sales people were asked the question: To what extent does your sales manager or someone acting in the role of a sales manager: Go on sales calls with you to help convert prospects into customers? 59% To no extent or a slight extent 17% To a large extent or very large extent What effect does the sales manager going on calls with sellers have on results? 11

12 Maximum Performance Group OP Industry Research Findings OP Sales Leadership Engagement with Sellers On average how many new customers do you add each month? 3.6 new customers each month 4.4 new customers each month Low or no level of sales manager engagement High level of sales manager engagement Copyright 23% more new customers each month 12

13 Maximum Performance Group OP Industry Research Findings OP Sales Leadership Engagement with Sellers Conversion Ratio: For every 10 prospects you hold an initial appointment with, how many become customers? 3.5 new customers for every ten first appointments 4.1 new customers for every 10 first appointments Low or no level of sales manager engagement High level of sales manager engagement: 18% greater conversion or close ratio 13

14 Maximum Performance Group OP Industry Research Findings The Sales Leader s Effect on results: 1. Sellers: spent 25% more time making calls on prospects 2. Sellers: used the internet for pre-call prospect research 26% more often 3. Sellers: added 23% more new customers per month 4. Sellers: showed an 18% higher conversion ratio between first appointments and new customers 14

15 Two types of sales leadership coaching 1. Strategic: Spending time with salespeople planning and strategizing their territory and accounts 2. Tactical: Getting out in-the-field (or, on-the-phone) working with and making sales calls with salespeople 15

16 Benefits of working with your salespeople Stronger relationship between the sales leader and the salesperson Motivational for the salesperson (if done correctly) Stronger relationship between company and the customer! Access to higher level customer Decision Makers 20/80 Relationship Rule: As a sales leader you should have a relationship with the DM s at your key (top 20%) customers. 16

17 Benefits of working with your salespeople Evaluate the skills and abilities of the salesperson Observing salespeople in the field, on-the-job, is the only way to accurately evaluate their skills Help them to make something happen that wouldn t have happened if you weren't on the call greater productivity You gain a clearer more accurate understanding of the marketplace Others 17

18 Tactical Sales Coaching: How to work effectively How much sales coaching time? Spend 12 to 48 days per year with each salesperson You should work in-the-field or on-the-phone at least once/month Spend more time with new salespeople (weekly) Spend more time with underperforming salespeople Don t forget to spend time with top performing salespeople Plan both field supervision and planning supervision time One-on-one communication (30 minutes) with each rep weekly (phone or face-to-face) 18

19 Tactical Sales Coaching: How to work effectively Sales Leader Field Supervision Process: Notify sales rep at least one-week in advance except What do you want to accomplish? Observation, coaching, connecting with key customers, etc. Directional Agenda: You suggest the agenda for the day. Specific customers you would like to meet with. Or, a mixed day with some prospects (first appointments) and current customers, etc. Reverse Agenda: Ask sales rep to determine the agenda. Tell rep to take you where they normally would be going on that day. Or, ask, where do you need me? Commit to a full-day (unless a specific customer situation) Inside salespeople spend minimum of 2 hours at a time 19

20 I can t wait to hear what I have to say on the sales call Pre-Call Objectives discussion: one of the few Guarantees! Before you get into the call: determine the plan Ask the rep (or yourself): What is the purpose of this sales call? o The answer: I always visit them on Wednesdays is probably not the best response. Always, always have two objectives for every sales call At least one of the objectives being revenue directed. o Revenue directed objectives have the potential of increasing sales or margins now or in the future. 20

21 Decide in advance who does what What is role of the salesperson on this call? Discuss in advance (confirm call objectives) What is the sales leader s role for this call? Determine a role for you, the sales leader, and stick to it. Sales reps don t like to be surprised by a sales leader who jumps in and does something unexpected. Positive Sales Leader Roles Negative Sales Leader Roles 21

22 Negative Sales Leader Roles Hero/Concession Giver Super Seller Absentee Sales Leader Behind the Lines Overly Critical 22

23 Positive Sales Leader Roles Company Spokesperson (Monday night football) DM Connector Seller: (model effective selling skills) Bad News Bear(er) Internal Rail Greaser Skills Coach 23

24 MPG On-the-Job Sales Coaching Research confirms: Effective coaching on-the-job with salespeople, calling on real-life prospects and customers, is the best way to positively impact long term behavior, leading to improved sales results. According to Oracle Research: 89% of sales reps want more coaching 24

25 MPG On-the-Job Sales Coaching Here s what some of our clients are saying: The Ride-alongs were a huge success! I have spoken to each of the account managers regarding their day with Jeff and they all found the day beneficial. Jeff s upbeat spirit and fearless attitude helped these account managers break out of their comfort zone and try new things! Independent Dealer Sales Manager The time Jeff took strategizing before and then discussing my performance and suggestions on how the call could have gone better after, was very useful. And, at the same time, I never felt as though I was being lectured or told to do my job in a particular way. Besides being a nice guy, his expertise in our field is beyond impressive. I truly appreciate Jeff s time and look forward to improving my sales skills. Independent Dealer Salesperson Your training and coaching have been instrumental in shaping my young sales career. I ve modeled my style after your techniques and it s allowed me to be successful. This past year, I earned the honor of making our President s Club, and I attribute it to replicating what we ve done both in the classroom and out in the field. Independent Dealer Salesperson 25

26 MPG On-the-Job Sales Coaching Find out how MPG coaching will provide the hands-on training to help your salespeople achieve success faster than ever before! or phone for more information Jeff Gardner: Make the leap from underachiever to superstar 26

27 The science of identifying sales winners 27

28 What is the cost of a bad sales hire? Source: Fast Company 28

29 What is the cost of a bad sales hire? Source: Career Builder survey 29

30 Maximum Performance Group OP Industry Research Findings How long does it typically take to determine if a newly hired salesperson is not a good match for your company? Outside Sales Hires Inside Sales Hires Less than 30 days One to two months Three to six months More than six months %: three to six months to determine outside sales hire not a good match 51.2%: one to two months to determine inside sales hire not a good match Why the difference? 30

31 Rule Number One: Avoid warm body hiring Slow down ABL Always be looking Clearly define the role What skills, behaviors, motivators and knowledge are necessary for success? Different sales roles require different skill sets 31

32 Rule Number Two: Referrals Referrals are three times more effective than the next highest recruiting source Ask your best employees and business associates for recommendations Nudj is a free talent referral app. Nudj will give you the ability to reach unreachable talent with the help of your personal network. 32

33 Rule Number Two: Referrals To what extent are the following sources effective at providing qualified sales candidates for your organization? Outside Sales Candidates Score Inside Sales Candidates Score Newspaper Referrals Job Fairs Monster.com CareerBuilder.com Craigslist Staffing Agencies Campus Recruiting LinkedIn

34 The science of identifying sales winners Just because they look like a salesperson doesn t mean they can sell If you hire a person who isn t suited for selling, they won t be successful You can t turn slugs into sluggers How do you know if they are suited for sales? Inquire before you Hire! 34

35 Rule Number Three: Pre-hire assessments According to the Wall Street Journal: Eight of the top 10 U.S. private employers now administer pre-hire tests in their job applications... These tests have, in effect, raised the bar for U.S. job seekers: fewer employers are willing to take a chance In 2001, 26% of large U.S. employers used pre-hire assessments. By 2013, the number had climbed to 57%. Inc. Magazine recommends: if a candidate passes the first interview, apply one of the many personality and aptitude tests available for salespeople. 35

36 Rule Number Three: Pre-hire assessments Used correctly, a pre-hire assessment can: Improve the chances of finding a productive and effective employee Provide interview questions not normally considered Provide a tool that has been proven both reliable and valid, thus providing your hiring process a line of defense that one wouldn t normally have in the selection and hiring process Source: HR Management Software Insider Magazine 36

37 The science of identifying sales winners How many of you are familiar with DISC Behavior Assessments? Thought-provoking research regarding spotting top sales performers using DISC 37

38 The science of identifying sales winners Typical DISC assessments measure four dimensions of behavior 38

39 Talent Insights Report for Sales Improve hiring success by looking at two dimensions: Behaviors HOW the candidate will behave and perform in the work environment. In addition you will gain a greater knowledge about the candidate s ability to interact effectively with prospects and customers. Driving Forces / Motivators WHY a person acts the way they do by illuminating the motivating factors that drive their actions. Motivators are not always readily observable; this section will reveal the candidate s hidden motivators. 39

40 Talent Insights Assessment for Sales (specifically!) Talent Insights Assessment Report Options: 1. Sales 2. Staff 3. Management/Executive Each report is extraordinary in its level of detail and accuracy Over 100,000 companies with over 1 million assessments administered world-wide Validity Research Study: Using data drawn from a population of 75,317 responses, Peter T. Klassen, Ph.D. confirmed: The Talent Insights Assessment is a strong, reliable instrument applicable across a variety of populations. 40

41 Top Sales Performers Behavior Style Success Insights Report divides behavior into EIGHT styles to improve accuracy 41

42 Top Sales Performers Which Behavior Style? 10% 2% 17% 21% Conductor 17% Persuader 21% Promoter 19% Relater 17% Supporter 13% Coordinator 10% Analyzer 1% Implementor 2% 42

43 A new dimension to consider Driving Forces / Motivators WHY a person acts the way they do by illuminating the motivating factors that drive their actions. Motivators are not always readily observable; this section will reveal the candidate s hidden motivators. Our groundbreaking research in the United States and Europe now confirms that attitudes far outweigh looking good, sounding good or behavior in distinguishing top salespeople. 43

44 Six Driving Forces / Motivators Resourceful - (Utilitarian) People who are driven to attain practical results, maximizing both efficiency and rewards for their investments of time, talent, energy and resources. Intellectual - (Theoretical) People who value the opportunity to learn, acquire knowledge and discover truth. Harmonious - (Aesthetic) People who value and enjoy beauty, the experience of their surroundings and seek balance in their lives. 44

45 Driving Forces / Motivators Altruistic - (Social) People who desire to help others by giving generously of their time, talent and resources with no expectation of personal return. Commanding - (Individualistic) People who value status and recognition and assert control over their freedom and destiny. Principled - (Traditional) People who value a traditional approach, proven methods and a defined system for living. 45

46 Groundbreaking Research However, when it comes to what is on the inside of top performing salespeople, both the United States study as well as the German study confirm it is hands-down, a Utilitarian Attitude. In the U.S., 72% had Utilitarian as their top value. In Germany, 71% had the same Utilitarian value as their number one value. 46

47 Top Sales Performers Driving Forces / Motivators Driving Forces / Motivators % of Top Performers in U.S. % of Top Performers in Germany Resourceful - (Utilitarian) 72% 71% Principled - (Traditional) 8% 0% Commanding - (Individualistic) 7% 3% Altruistic - (Social) 7% 1% Intellectual - (Theoretical) 4% 25% Harmonious - (Aesthetic) 2% 0% 47

48 Research Project: Top Sellers Formula Free Talent Insights Assessment: $155 value Qualifying Requirements Salespeople selling $1 million or more in yearly sales revenue The individual salesperson has built or developed the sales volume themselves, as opposed to inheriting a large territory or customers We do not need the name of the salesperson. We assign them a code beforehand to use as an identifier so their personal and employer information are kept confidential. After we receive a certain number of participants we will review the data and publish a research article of the findings. Contact: jeff@mpg91.com if you are interested 48

49 Questions Questions 49

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